组织行为学-教学大纲

《组织行为学》教学大纲

Syllabus of Organizational Behavior

课程编号：150052B

Course code: 150052B

课程类型：专业选修课

Course type: Discipline Elective Course

总学时：32 讲课学时：32 实验（上机）学时：0 Instruction time: 32 Lecture:32 Experiment and exercises：0

学分：2

Grade credits: 2

适用对象：金融学（金融经济）

Audience: Finance（Finance and Economics Experimental Class）

先修课程：无

Prerequisite: N/A

一、课程的教学目标

Course Objectives

《组织行为学》课程主要讲授个体、群体、结构及这些因素对组织内部行为的影响。教学目标是让学生系统地掌握组织中个体行为与心理、群体行为和属性、组织系统特征的基本概念和理论。结合经典案例和企业实践，提高学生分析和解决人与工作、组织、环境要素间的匹配，激励，和组织变革等问题的能力。为今后学习其他管理专业课程奠定基础。培养学生全方位描述、分析、解释组织实际问题的能力，并在一定程度上指导自己的行为。

Organization behavior mainly introduces individuals, groups, organization structure and their influences on organization behavior at multiple levels. The target

of this course is to help students master the basic concepts and theories of individual behavior, psychology, the behavior and the nature of groups, and characteristics of organization systems. The course will integrate typical cases and corporate practices, improve students’ capabilities of analyzing and solving the problems in matching individuals, work, organization, and environment. The course will set up the bases for students’ future studies of management principles. It cultivates students’ capabilities

of describing, analyzing, and explaining practical problems in organizations and

conducts their actions.

二、教学基本要求

Teaching Plans and Requirements

本课程注重教学内容的基础性，全面介绍个体层面、群体层面、和组织层面中人的心理和行为对行为有效性的影响，并阐述组织行为学在人力资源管理和企业管理实践方面的运用，就组织行为学科前沿问题和最新理论研究进行介绍。主要教学内容包括个体行为基础、个体性格和价值观、组织及组织设计、组织文化、组织变革、领导模式、激励理论、沟通与冲突管理等。

This course emphasizes the basic role of organization behavior. It systematically introduces the effect of the psychology and behavior of individuals at individual level, group level, and organization level on organization outputs. It introduces the application of organization behavior to HR management and Corporate Management fields. The frontier research topics in organization behavior will also be introduced in the courses. The main contents of the course are individual behavior, personality and value, organization and organization design, organization culture, organization changes, leadership, motivation theories, communication and organization conflicts.

案例分析是商科学习的重要手段，能够将课本知识灵活应用到真是的商业环境中。组织行为学要求学生在学习后，能够分析现实商业环境下的组织个体与团队的行为。学生掌握案例分析方法对未来学习和实践具有重要意义。案例分析的另一个重要特征是互动性。本课讨论的所有案例都要求学生能够参与其中，完成小组讨论。

Case Study has been widely adopted in Business education. It provides learners with a “real” context to utilize what they have learned from the “textbook”. Organizational behavior requires students to interpret and manage the behaviors of both individuals and teams under real business world. This study tool is of great importance for your further study and practices. Another critical characteristic of case study is to interact. All the cases to be discussed on the class should be well prepared ahead based on your group discussions.

课程的考核如下：

考核方式百分比

小组作业15%

小组作业210%

期末考试60%

考勤5%

合计100% Assessment:

Items%

Group project 15% Group project 210% Final60% Attendance5% Total 100%三、各教学环节学时分配（黑体，小四号字）Teaching plan of each lecture

以表格方式表现各章节的学时分配，表格如下：

教学课时分配

四、教学内容

第一章简介

Part 1 Introduction

第一节组织行为简介

1.社交能力的重要性

2.管理者职责

3.组织行为

4.直觉与系统学习

5.组织行为研究没有绝对的答案

6.组织行为学的机遇与挑战

教学重点、难点：组织行为学研究内容、管理者职责课程考核：无

复习与思考题：Case incident 1&2与课后讨论题Chapter 1 What is Organizational Behavior

1. The importance of interpersonal skills

2. What managers do?

3. Enter organizational behavior

4. Complementing intuition with systematic study

5. There are few absolutes in OB

6. Challenges and opportunities for OB

Key and difficulties points: organizational behavior, managers’ responsibilities Evaluation requirements: N/A

Review and practice: Case incident 1&2 and Questions for Review

第二章个体

Part 2 Individual

第二节组织中的多元化

1.多元化

2.个体地理特征

3.能力

4.多元化的管理

5.管理者启示

教学重点、难点：工作场所员工的多元化特征、智商与情商能力、能力欠缺、

组织中的多元化

课程考核：了解组织多元化，理解员工的多种能力，保持多元化

复习与思考题：案例分析《英特尔在中国》、Case incident 1&2与课后讨论题Chapter 2 Diversity in Organizations

1. Diversity

2. Biographical characteristics

3. Ability

4. Implementing diversity management strategies

5. Summary and implications for managers

Key and difficulties points: diversity of demographic characteristics of workplace, IQ, disabilities, and diversity in groups

Evaluation requirements: to know diversity of group; Understand multiple abilities

of employees; Master the ways to maintaining diversity

Review and practice: Case study: “Intel in China”, Case incident 1&2 and Questions for Review

第三节态度与工作满意度

1.态度：态度的构成、行为与态度的关系、工作态度

2.工作满意度：满意度的测量、工作满意的原因、工作满意程度对员工的影响

3.管理者启示

教学重点、难点：态度的构成、行为与态度的关系、工作态度满意度的测量

课程考核：了解态度构成和工作态度，理解行为与态度之间的关系、工作态度，掌握工作满意度的测量与工作满意度的影响

复习与思考题：Case incident 1&2与课后讨论题

Chapter 3 Attitudes and Job Satisfaction

1.Attitudes: the main components of attitudes, behavior and attitudes, job attitudes

2.Job satisfaction: measuring job satisfaction, the causes of job satisfaction, the

impact of satisfied and dissatisfied employees on the workplace

3.Summary and implications for managers

Key and difficulties points: the main components of attitudes, behavior and attitudes, and measuring job satisfaction,

Evaluation requirements: to know the main components of attitudes; Understand the relationship between behavior and attitudes and job attitudes; Master the ways to measuring job satisfaction and influence of job satisfaction on employees

Review and practices: Case Incident 1&2, and questions for review

第四节情绪与心情

1.情绪与心情: 基本的情绪与情绪，情绪的作用，情绪与心情的来源

2.情绪化的劳动力

3.有效的事件理论

4.情商

5.OB应用的情绪与心情

6.管理者其实

教学重点、难点：情绪与心情、情商、OB应用的情绪与心情

课程考核：了解情绪是劳动者持有的特征、有效事件理论，理解情绪与心情的作用来源于种类，掌握情商的测量，运用OB领域的情绪与心情。

复习与思考题：Case incident 1&2与课后讨论题

Chapter 4 Emotions and Moods

1.What are emotions and moods: the basic emotions and mood, the function of emotions, sources of emotions and moods

2. Emotional labor

3. Affective events theory

4. Emotional intelligence

5. OB applications of emotions and moods

6. Summary and implications for managers

Key and difficulties points: What are emotions and moods, emotional intelligence, and OB applications of emotions and moods

Evaluation requirements: to know the basic emotions and mood, affective events theory; Understand the function of emotions; Master the ways to measure EQ; Use OB applications of emotions and moods

Review and practices: Case Incident 1&2, and questions for review

第五节性格与价值观

1.性格：几种性格测量

2.价值观：价值观重要性

3.个体性格与价值观对工作场所的影响：个体工作适应、个体组织适应

4.国际化的价值观

5.管理者启示

教学重点、难点：性格的测量、工作场所个体与工作、个体与组织的适应

课程考核：了解国际化价值观，理解个体性格与价值观对工作场所的影响，

掌握性格的测量，运用个体与工作、组织的适应匹配进行案例分析。

复习与思考题：案例分析《JetBlue 航空公司》、Case incident 1&2与课后讨论题

Chapter 5 Personality and Values

1. Personality: Myers-Briggs type indicator, the big five-personality model, and other personality traits relevant to OB

2. Values: the importance of values, terminal versus instrumental values generational values

3. Linking an individual’s personality and values to the workplace: person–job fit and person–organization fit

4. International values

5. Summary and implications for managers

Key and difficulties points: measuring personality, person–job fit and person–organization fit

Evaluation requirements: to know international values; Understand the influence of an individual’s personality and values on the workplace; Master the measurement of personality; Use the person–job fit and person–organization fit to analyze case studies.

Review and practices: Case study: “JetBlue Airways”, Case Incident 1&2, and questions for review

第六节认知与个体决策

1.认知的含义

2.个体认知：归因理论、对他人判断通用捷径

3.认知与个体决策

4.组织中的决策：理性决策、有限理性决策、直觉与决策误差

5.个体差异与组织的局限对决策影响

6.三种决策标准有利于促进决策创新

7.管理者启示

教学重点、难点：认知的含义、个体认知、认知与个体决策、决策模式

课程考核：了解三种决策标准与决策创新的影响、个体差异与组织的局限对决策影响，理解认知的含义、个体认知、认知与个体决策，掌握组织中的决策模式

复习与思考题：Case incident 1&2与课后讨论题

Chapter 6 Perception and Individual Decision

1.What is perception: factors that influence perception

2.Person perception: attribution theory, common shortcuts in judging others,

specific applications of shortcuts in organizations

3.The link between perception and individual decision making

4.Decision making in organizations: the rational model, bounded rationality, and

intuition; common biases and errors in decision making

5.Influences on decision-making: individual differences and organizational

constraints

6.Three ethical decision criteria improving creativity in decision making

7.Summary and implications for managers

Key and difficulties points: to know what is perception, person perception, perception and individual decision making, decision making in organizations Evaluation requirements: to know three ethical decision criteria improving creativity in decision-making, and individual differences and organizational constraints; Understand perception, person perception, and the link between perception and individual decision making; Master decision making in organizations Review and practices: Case Incident 1&2, and questions for review

第七节动机与动机理论应用

1.动机定义

2.早期动机理论

3.当代动机理论

4.整合当代动机理论

5.管理者启示

教学重点、难点：各类动机理论

课程考核：了解各类动机理论，掌握当代动机理论

复习与思考题：小组作业1-《管理：在多元化工作空间下的冲突》、Case incident 1&2与课后讨论题

Chapter 7 Motivation Concepts and Application

1.Defining motivation

2.Early theories of motivation: hierarchy of needs theory, theory x and theory y

3.Contemporary theories of motivation

4.Integrating contemporary theories of motivation

5.Summary and implications for managers

Key and difficulties points: motivation theories

Evaluation requirements: to know the motivation theories and master the contemporary theories of motivation

Review and practices: Assignment 1-“Managing: Conflict in a Diverse Workplace”, Case incident 1&2 and questions for review

第三章团队

Part 3 The Group

第八节小组行为的基础

1.小组的定义

2.小组发展的阶段

3.小组特征：角色、规范、地位、规模、内核性、多元性

4.小组决策

5.管理者启示

教学重点、难点：小组的定义与发展阶段、小组决策

课程考核：了解小组定义，理解小组的特征，掌握小组决策特点

复习与思考题：Case incident 1&2与课后讨论题

Chapter 8 Foundations of Group Behavior

1. Defining and classifying groups

2. Stages of group development

3. Group properties: roles, norms, status, size, cohesiveness, and diversity

4. Group decision-making

5. Summary and implications for managers

Key and difficulties points: Groups and their classification, stages of group development, and group decision-making

Evaluation requirements: to know group definition; Understand group properties; Master the process of group decision-making

Review and practices: Case incident 1&2 and questions for review

第九节工作团队

1.团队工作成为趋势

2.小组与团队区别

3.团队种类

4.构建有效团队

5.将个体与团队发展统一

6.团队未必正确

7.管理者启示

教学重点、难点：团队与小组区别、有效团队建设

课程考核：了解团队定义，理解团队种类，掌握构建有效团队的方法

复习与思考题：Case incident 1&2与课后讨论题

Chapter 9 Work Team

1.Why have teams become so popular?

2.Differences between groups and teams

3.Types of teams

4.Creating effective teams

5.Turning individuals into team players

6.Teams aren’t always the answer

7.Summary and implications for managers

Key and difficulties points: Differences between groups and teams, creating effective teams

Evaluation requirements: to know team definition; Understand types of teams; Master the manners to create effective teams

Review and practices: Case incident 1&2 and questions for review

第十节沟通

1.沟通的作用

2.沟通过程

3.沟通定义

4.人际沟通

5.组织沟通

6.沟通渠道选择

7.拥有说服力的沟通

8.有效沟通的障碍

9.管理者启示

教学重点、难点：沟通的过程、组织内沟通、沟通渠道

课程考核：了解沟通的作用，理解沟通过程和人际沟通，掌握沟通渠道的选择和具有说服力的沟通

复习与思考题：Case incident 1&2与课后讨论题

Chapter 10 Communication

1.Functions of communication

2.The communication process

3.Direction of communication

4.Interpersonal communication

https://www.360docs.net/doc/463309901.html,anizational communication

6.Choice of communication channel

7.Persuasive communications

8.Barriers to effective communication

9.Summary and implications for managers

Key and difficulties points: communication process, creating effective teams, organizational communication, and communication channel

Evaluation requirements: to know functions of communication; Understand communication process and interpersonal communication; Master Persuasive communications and the way of effective communication

Review and practices: Case incident 1&2 and questions for review

第十一节领导力

1.领导是什么

2.特质理论、行为理论、权变理论、领导下属交换理论

3.魅力领导与变革领导

4.权威领导

5.未来领导：导师型

6.领导力构建的挑战

7.有效领导

8.管理者启示

教学重点、难点：领导理论和领导类型

课程考核：了解领导理论，理解魅力领导与变革领导，掌握导师型领导风格与有效的领导方式

复习与思考题：小组作业2-《摩托罗拉公司：来自CEO办公室的观点》、Case incident 1&2与课后讨论题

Chapter 11 Leadership

1.What is leadership?

2.Trait theories, Behavioral theories, Contingency theories, Leader–member

exchange (LMX) theory

3.Charismatic leadership and transformational leadership

4.Authentic leadership

5.Leading for the future: mentoring

6.Challenges to the leadership construct

7.Finding and creating effective leaders

8.Summary and implications for managers

Key and difficulties points: theories of leadership and traits of leaderships Evaluation requirements: to know theories of leadership; Understand charismatic leadership and transformational leadership; Master mentoring leadership and effective leadership

Review and practices: Assignment 2-“Group Presentation: Motorola Corporation: The View from the CEO Office”, Case incident 1&2 and questions for review

五、其它

六、主要参考书

Robbins, S.P. (2009). Organizational Behavior (13th Ed.). NJ: Pearson Education, Inc.